The 21st century has seen how globalizing forces caused the rapid transmission of information and technology across the world and the consequent formation of a global village. With advancements in the field of science and technology, there is also an increasing need for the labour force to keep up with the ever-changing globalizing trends, be it fashion or work dynamics, so that no one would be left behind. This leads to increasing emphasis placed on the creation of professional image, which are perceptions held by one’s colleagues and business clients about one’s competence, character and composure (Roberts, 2005), due to the impressions conveyed by the former. Other than what has been discussed about globalization’s role in professional identities, there are alternative reasons for the creation of professional identities. People of the working population create professional identities not only due to globalization, but because of perceptions existent in society, demands of the career and expectations at work as well. In addition, supporting and opposing ideas would be brought in from three main sources, namely, “Changing faces: Professional Image Construction in Diverse Organizations” (Roberts, 2005), “Provisional Selves: Experimenting with Image and Identity in Professional Adaptation” (Ibarra, 1999) and “It’s a Brand-You World” (Lee-St. John, 2006).

Prior to looking at the reasons for professional identity creation, it is necessary to define the term “professional identity” clearly and explore how one goes about creating one’s professional identity. “Professional identity is defined as the relatively stable and enduring constellation of attributes, beliefs, values, motives, and experiences in terms of which people define themselves in a professional role” (Ibarra, 1999). This means that the concept of professional identity is only applicable to the workforce and it is related to impressions that a person desires others to have of him or her.

To create a professional identity, the person has to enact a certain persona that may or may not be representative of his or her genuine personality. By observing others’ reactions and receiving feedback from peers, the person also has to decide on whether to continue using such an approach – enacting a certain persona – for the portrayal of professional identity (Ibarra, 1999). One can even engage in social identity-based impression management, SIM in short, to construct a viable professional image. SIM, as the term suggests, is based on social identity group memberships which people relate themselves to. One may use SIM strategies to boost one’s own professional image by increasing the probability that one will be cognitively associated with positively stereotyped social identity groups, or by decreasing the extent to which others cognitively correlate one with existing negative stereotypes that concern the social identity group one belongs to (Roberts, 2005). On top of these, professional identities can even be created on the Internet. Branding consultants offer to market one’s professional self and individuals who request for such services will be charged a fee accordingly. “Personal branders use your online identity – the links that pop up when you Google someone and details on sites like MySpace – as well as tools like the 360Reach exercise to determine which core attributes will sell your brand most effectively” (Lee-St. John, 2006). With these possible methods of professional identity creation listed, we can then proceed to discuss the reasons for people creating professional identities in their working lives.

First and foremost, one of the reasons that cause people to create professional identities is globalization. Globalization can be termed as the increasing interconnectedness of people and places as a result of improvements in transport, communication, and information technologies that cause convergence in the political, economic, and cultural arenas....

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...﻿The reason whypeople resist change.
(1) Loss of status or job security in the organization.
失去现在的位置和工作的保障
It is not our nature to make changes that we view as harmful to our current situation. In an organizational setting, this means employees, peers, and managers will resist administrative and technological changes that result in their role being eliminated or reduced. From their perspective, your change is harmful to their place in the organization! Forcing the change has its place. This approach alone is ineffective however. Managers who overuse this approach will harm their effectiveness over the long term. Without a thoughtful change strategy to address this area, leaders will trigger strong resistance and organizational turnover.
(2) Non-reinforcing reward systems.
没有增强利润
There is a common business saying that managers get what they reward. Organizational stakeholders will resist change when they do not see any rewards. When working with managers, I will ask them, Where is the reward to employees for implementing your change? Without a reward, there is no motivation to support the change over the long term. This often means that organizational reward systems must be altered to support the change that management wants to implement. The change does not have to always be major or costly.
(3) Surprise and fear of the unknown.
对于未知的恐惧
The less the organization knows about the change and its impact on them, the more fearful they...

...﻿Dear Reader,
The main point of my paper is to show the underlining reasons as to whypeople confirm to different forms of government structures, democracy and authoritarian, based on their economic background. I attempt to do this by working backwards, first I show why they would revolt or protest, and then I extrapolate the reasons why they followed the regime in the first place. Before reading my paper, my readers probably think that each class supports the government for money and survival. However, after reading my paper, my readers will think that the reasons for support are become more self-serving than basic human rights as a person climbs the economic ladder. I believe a strength of my paper is the idea is engaging and the evidence is there to support it. However, I did struggle with presenting my information in a more concise manner. As I wrote my paper I realized that there were a variety of ways that I could have structured the paper. The structure of my paper convolutes my thesis, but I do believe the general idea is there. A stronger structure and a more concise thesis would benefit my paper greatly. Do to a weak thesis, I had trouble writing my conclusion, I would like for my reader to maybe suggest some ideas as to how I can bring all of my ideas together to make a greater statement.
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Michael Galathe
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...The causes of conformity among individuals have long been debated and researched in recent decades. It is for this reason that conformity is an intriguing psychological concept. It causes sound-minded individuals to go against their best judgement, to engage in behaviour which they usually would not engage in, even accept and welcome an idea they internally disagree with, all in order to not be a deviant from the group. It is thus interesting to look at the factors which causepeople to conform, to do what they see others doing, to rely on the judgements of the group, and to ignore their own senses and perceptions. It is the reasons for the individual's desire to conform that I will be discussing in this paper.
In 1936 some of the first studies were carried out on this concept of conformity by Muzafer Sherif. In these studies Sherif made use of a phenomenon known as the auto-kinetic effect, whereby a point of light in an otherwise totally dark room will appear to move randomly. In the first experimental condition, subjects were invited to estimate the amount of movement' they observed. When the subjects were asked individually a huge range of answers were given. Sherif recorded each subject's response. In the second experimental condition, Sherif gathered the subjects into groups, usually of three, and asked them to describe verbally the movement of the light. No instruction was given that they had to reach some kind...

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...'And there's a good restaurant on the train. And then I've got two weeks' holiday with my Finnish friends in Oulu.'
There weren't many people on the train, and nobody came into Mr Harris's carriage. He was happy about that. Most people on the train slept through the night, but Mr Harris liked to look out of the window, and to read and think.
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...Whydopeople conform?
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...Whydopeople migrate?
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Whydopeople help?
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